Department of Transport Annual Report 2013-14
Developing our leaders and people managers
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- Ongoing development for managers
- Ongoing development for executive leaders
- Employment opportunities for young people
- Scholarship program builds priority skills
- Creating a workplace where people want to belong
- Fresh Think Tank encourages new ways of working
- Health initiatives enhance staff wellbeing
Developing our leaders and people managersDoT recognises the importance of developing leadership capability at all levels of the agency. In 2013/14 a high priority was placed on developing the people management competencies of our frontline leaders. People Managers ProgramThrough the new People Managers Program, 40 first-time and entry-level managers were equipped with practical skills to build and lead high-performing teams. The 12-month program is specifically tailored to DoT’s operations so participants can apply their new skills and knowledge in their everyday roles. People managers take part in four hands-on workshops and undertake a range of assessment activities, with successful completion earning them a nationally-accredited Certificate IV in Frontline Management. The program has been well-received by people managers and their teams and is set to continue until mid-2016. Ongoing development for managersDoT ensured all new managers and team leaders were aware of their organisational responsibilities through the introduction of a Managers Induction session. Held every two months, this half-day session is a timely opportunity for staff who have recently assumed management responsibilities to familiarise themselves with DoT’s expectations, policies and systems in relation to people management, financial management and procurement. An online Managers Guide has also been introduced to provide a convenient single point of reference to the policies, procedures and tools for managers. As well as assisting first-time and entry-level people managers, DoT continued to support established managers by providing a range of sessions that addressed specific skills areas, including recruitment and selection, managing performance, occupational safety and health, managing budgets, procurement processes, and HR administration. Ongoing development for executive leadersTo develop the next generation of executives, DoT actively encouraged senior managers to take part in a range of external leadership development programs throughout 2013/14. Six senior managers participated in the Public Sector Management Program and five enrolled in programs offered by Leadership Western Australia. A further six DoT managers were also engaged in leadership programs conducted by portfolio partner MRWA. Employment opportunities for young peopleDoT strongly supports youth employment and provides traineeships for young people and school-based students, as well as work experience placements. In July 2013, DoT welcomed two new customer service officers to the team as part of the Public Sector Aboriginal Traineeship Program. Both officers successfully completed their traineeships and accepted positions with DoT. In 2014/15, DoT will continue to participate in the program, with a trainee set to commence in August 2014 and three other placements pending approval from the Public Sector Commission. DoT recruited a school-based trainee in February 2013. Since then, the trainee has continued to work towards a Certificate II in Government and is due to complete the program at the end of 2014. In addition to supporting Aboriginal and school based trainees, DoT provided 22 work experience placements across the metropolitan business units in 2013/14. Scholarship program builds priority skillsThe scholarship program demonstrates DoT’s commitment to ongoing learning for staff by supporting employees to undertake relevant formal study. The program aims to encourage employees to enrol in studies that are identified as being of high priority in enabling DoT to achieve its business objectives. In 2014, 16 scholarships were awarded to recipients from business areas across the agency. Creating a workplace where people want to belongOur cultural development journey continuesThroughout the year, DoT continued to embed the core values of Clear Direction, Fresh Thinking, Excellent Service and Great People across the agency through a number of cultural development activities. The activities are aimed at bringing these values – which represent who we are, what we do and how we want to work – to life at DoT. In mid-2013, a cross-organisational team developed a number of practical tools to assist people managers to embrace and encourage Fresh Thinking and better ways of working in their teams. Following the success in embedding Fresh Thinking across the agency, a team commenced developing tools and resources to start to embed the value of Clear Direction across DoT. As our cultural development journey continues in 2014/15, similar activities will focus on embedding our values of Excellent Service and Great People. Fresh Think Tank encourages new ways of workingDoT demonstrated the commitment to Fresh Thinking by introducing the first online innovation forum – the Fresh Think Tank – in May 2014. The Fresh Think Tank provides DoT staff with new opportunities for sharing ideas that can improve the way we do business and also allows them to view, rate and comment on their colleagues’ ideas. All ideas, big and small, are then reviewed to identify those that can be further developed and implemented. Key in DoT’s decision to introduce the Fresh Think Tank was recognising that our frontline customer service officers, based all over the State, often have the best ideas to improve service delivery, but little time to document or discuss them given they are so focused on providing excellent service to our customers. The Fresh Think Tank has been well received by staff, with more than 200 business improvement ideas submitted already. DoT will continue to welcome ideas and strategically assess and implement those that add value to our business in 2014/15. Health initiatives enhance staff wellbeingDoT offered a range of health promotion initiatives to enhance the wellbeing of staff in 2013/14. The initiatives, delivered through the Wellness Program, included subsidised fitness classes, flu vaccinations and Lunch and Learn sessions covering topics such as stress management, mental health awareness and healthy eating. Directory: mediaFiles mediaFiles -> Office of the United Nations High Commissioner for Human Rights Report on the human rights situation in Ukraine mediaFiles -> Valerii Hryhorovych asapov mediaFiles -> Intentionally blank mediaFiles -> Uncontrolled when printed mediaFiles -> President of the Royal Aeronautical Society, Distinguished Guests, Ladies and Gentlemen mediaFiles -> Display Pilot Flight Lieutenant Jamie Norris mediaFiles -> Translation Download 436.52 Kb. Share with your friends:
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